Navigating the waters: The power of partnerships and persistence

Water services in transition

The FDW programme aimed to showcase the potential of PPPs, combining NGOs and public entities. By engaging the private sector in Official Development Assistance (ODA) programming, FDW anticipated that strengthening business-oriented water services and institutions would improve sustainability and impact. 42 PPPs were established in 24 countries. FDW financially supported them with over 150 million euros. These projects aimed to achieve lasting results in 3 areas:

1. water supply and sanitation (WASH),
2. integrated water resource management (IWRM), and
3. water efficiency in agriculture.

Almost 3 quarters of the FDW projects have now concluded. One (of many!) added value of PPPs is that demand-driven collaborative PPPs can be highly effective under the right conditions, Yet, PPPs are neither a universal solution nor do they guarantee success. "Their success depends on individual commitment, relevant skills and experiences, and deep local and national stakeholder engagement. Many factors play a role, some within and many outside the control of a PPP."

Adapting to complex challenges

"The FDW programme has been a catalyst for PPPs," Michiel continues. "It brings together the best of governments, businesses, knowledge institutes and civil society organisations. Just what we need to address some of the most persistent global water challenges. The FDW PPPs were unique in that sustainability and scalability were integral to their design.

While many PPPs made significant progress, others struggled to realise their sustainability and scaling ambitions," he admits. This is understandable, given the complex contexts in which these projects operate. We noticed significant national and international developments during the programme's implementation period (starting in 2012). From COVID-19 and its resulting inflationary pressures and travel bans to changes in national water policies to civil unrest, to name a few. Despite these challenges, most projects showed incredible resilience and adaptability.

Acknowledging that one project or programme cannot fix complex water problems, or any other development issue is essential. For example, transitioning from free to paid water services in rural areas (a drinking water project in Mali) takes decades. Development projects operate within this complex transition. These transitions are not linear but demand continuous adaptation. In an ideal situation, PPPs support such transitions.

Evaluating return on investment

One finding from FDW's second Mid-Term Review (MTR) was that WASH PPPs were more effective than those in IWRM and water efficiency in agriculture. Michiel thinks this is primarily because IWRM and water efficiency projects are more challenging to evaluate. WASH projects have more tangible, quantifiable results. For example, the number of people with access to sanitation and water is more directly under the partners' control. IWRM projects often have more qualitative and subjective results, often beyond the control of a PPP.

Example FDW IWRM projects are

• Improved water quality in rivers (Indonesia)
• Water sharing between upstream and downstream users (Pakistan)
• Water pricing for sustainable and inclusive growth (Ethiopia).

Water efficiency in agriculture (FDW India) has taught us that water saving is not the farmers' primary motivation. Their primary concern is higher productivity. Using less water proves a condition rather than a goal.

Post-project reflections

Besides external evaluations, RVO has initiated post-project interviews with PPPs. These interviews have provided valuable insights. One essential reflection is the importance of partners with a strong vision and strategy beyond the project. "For them, the FDW project is a stepping stone for broader organisational and societal objectives," Michiel notes. For example, the Federación Nacional de Cafeteros (FNC), a well-organised non-profit federation for Columbian coffee growers. FNC has leveraged its research and development efforts funded by farmer contributions to make science-based decisions. They have used FDW funds to scale up their work across almost all regions in Colombia. Also, they continued to raise funds from other financiers after the FDW project ended. Michiel highly appreciates this strong FNC strategy.

Focus on sustainability and scaling

Sharing his experiences as programme coordinator, Michiel emphasises the programme's achievements rather than engaging in a theoretical discussion on the advantages and disadvantages of PPPs.

Michiel certainly knows PPPs will continue to play a role in achieving the United Nations Sustainable Development Goals (SDGs). "Today, it is impossible to undertake projects or programmes without partnerships. So, developing long-term partnerships is essential for successful water projects, whether these are formal PPPs or other strategic alliances. When introducing business-oriented provisions for water services, PPPs are most effective when supporting the public partner's transition from implementor to regulator." 

In conclusion

FDW has taught us valuable lessons about the complex world of water management and sustainability. While PPPs have played a crucial role, the main takeaway is that they are just one link in the chain. Individual commitment, adaptability to changing conditions, and a strong vision truly drive success. It was a journey with challenges and triumphs. From enhancing water services in rural areas to navigating the tricky terrains of integrated water resource management. 

As we look ahead, focusing on sustainability and scaling, we realise that all types of partnerships are essential. Collaboration and a relentless focus on results will always be our guiding principle in the quest to achieve the SDGs. 

More information

FDW is a Ministry of Foreign Affairs programme; RVO implements the programme on their behalf. It aims to achieve Sustainable Development Goal 6 (SDG 6): Ensure availability and sustainable management of water and sanitation for all.